Raymond #14 board previews three‑year $750,000‑per‑year operational referendum to shore up finances

The Raymond #14 School District’s board on Tuesday reviewed a proposed three‑year operational referendum that would seek $750,000 per year to shore up district finances and reduce reliance on a state trust fund loan.

At the workshop the presenter told board members the district’s forecast shows a one‑time surplus for the current year largely because it drew from a state trust fund loan, but projected a $433,000 shortfall next year under current spending and staffing. “We believe that $750,000 is the right number because it gets us to a position … to build back our fund balance,” the presenter said.

Why it matters: Under the scenario outlined to the board, a three‑year non‑recurring ask (total $2.25 million) would allow the district to maintain current staffing and program levels, increase the fund balance toward a targeted level (presenters cited a path to roughly 18% by year three) and make additional annual payments—about $100,000 per year—against the state trust fund loan in addition to normal debt service.

How the plan works: The consultant joining remotely advised a three‑year, rather than four‑year, authority to reduce “sticker shock” for voters and to create a clear short‑term plan for rebuilding reserves. Modeling shown to the board assumed modest salary and benefit cost increases in the referendum scenarios and included an assumed 20 additional open‑enrollment seats for budgeting; the presenter said the district would not recommend the maximum 57 OE seats that have appeared in previous drafts.

Budget context: District staff and the consultant reviewed fund‑10 forecasting tabs that separate revenue limit aid, open‑enrollment receipts and one‑time federal pandemic (ESSER) dollars. The presentation noted roughly one‑third of a typical district’s revenue limit is funded by the state, with the remainder coming from local levy and other local revenues; the presenter said open‑enrollment revenue is a material portion of Raymond’s operating receipts (the model referenced about $1.2 million from OE in recent examples).

If the referendum fails: Presenters warned that failing to secure additional operating revenue would require program and staff reductions. The consultant said the district would have to develop a plan before April 1 that could include reductions to teaching staff, paras, specialists and prep time; presenters repeatedly stressed that every cut would have measurable effects on student experience.

Next steps: Board members were told referendum language will be refined by counsel, outreach materials will be produced (small postcards, brief social posts and in‑person informational tables were discussed) and the board will vote on formal calendar, open‑enrollment and resolution items at its January 20 meeting. The consultant noted the referendum would appear on an April 1 ballot if the board finalizes the question and certifies it in time.

Quotes: “‘We believe that $750,000 is the right number because it gets us to a position and I’ll show you in a second what it does,’” the presenter said when explaining the three‑year ask. Elise, the consultant, added: “The benefit of a nonrecurring is that it’s temporary … the district is able to adjust when the authority expires.”

What remains unresolved: Final ballot language, the precise grade‑by‑grade breakdown for any open‑enrollment seats baked into the budget, and the district’s exact levy strategy (the board can levy less than the approved amount in later budgeting if circumstances change). The board will receive a refined referendum packet and outreach plan before the January 20 meeting.